Ad scepticism and retouch-free disclaimers: Are they worth it?

Abstract

The present study analyses the impact of ad scepticism on the way consumers perceive advertising and process its effects, and considers the influence of ad disclaimers. We conduct an experiment that explores three different contexts, namely (1) the total absence of ad disclaimers, (2) the presence of a retouch-free disclaimer and (3) the presence of a retouched disclaimer. By showing how ad scepticism fits in the advertising attitudinal approach, and how new digital developments affect consumers’ processing of advertisements, the results of this experiment can contribute to the marketing literature and clarify relevant topics for practitioners. This paper shows the significant influence played by ad believability and attitude towards the ad on behavioural intentions. This underlines, particularly for marketing practitioners, the importance of an ad’s believability and the credibility of its claims in the sales outcome. Most importantly, the framework offered by this paper shifts the attention towards the believability of advertising disclaimers aimed at clarifying the use of digitally enhanced images.     

The Gordian Knot of Practicing Digital Transformation: Coping with Emergent Paradoxes in Ambidextrous Organizing Structures*

Despite increasing scholarly attention on digital transformation, there are only limited micro‐level insights into how incumbent firms organize and manage their digital transformation efforts on a daily basis. Through a longitudinal, exploratory qualitative case study of a large firm, this article investigates how organizational members respond to an ambidextrous organizing model designed to accelerate digital innovations. The firm relied on a hybrid model of separation and integration to organize and manage its digital transformation efforts. This study unfolds the implications and consequences of such a model at the micro‐level. By applying a paradox lens, it shows how the coping actions of organizational members affected the digital transformation. The article illustrates how the hybrid organizing model led to the emergence of three paradoxes at the organizational level (paradoxes of organizing, attention, and knowledge sharing) that organizational members had to cope with. It shows how organizational members, through their coping with these paradoxes, indirectly affected the organizing model by altering its original design; and how the management, influenced by these learnings, subsequently adapted the model to enable a better sustainability over time. Overall, the findings show and explain why organizing for digital transformation is a particularly complex and paradoxical endeavor. They also provide important insights to managers and organizational developers, helping them to become aware of possible tensions in their organizing efforts as well as of coping strategies and practices to tackle these tensions. Finally, the article suggests different paths for further research in digital transformation and digital innovation from a micro‐level perspective.     

Who's boss? Physiological measures during performance assessment

Leadership in organizations consists of a complex process, which includes the interpersonal relationship with collaborators. By using a neuroscientific approach, we evaluated the effect of the presence of unidirectional versus reciprocal feedback (provided only by the leader or by both figures), as well as the assignment of a quantitative or just a qualitative assessment. Skin conductance level and response (SCL and SCR), as well as heart rate (HR), have been recorded during a role playing. Results revealed increased emotional engagement (SCL/SCR) during no rating and reciprocal condition, as well as a stressful response (increased HR) during rating and unidirectional condition.     

New development: COVID-19 as an accelerator of digital transformation in public service delivery

ABSTRACT

In an unexpected circumstance, such as the COVID-19 pandemic, public service delivery cannot be suspended, but must be delivered online, relying on the available digital technology. Social media, specifically, have been widely used to reach a broader portion of the population. This article discusses the digital acceleration that governments and organizations are now facing. The focus is on Italian state museums, which have been pushed for years to adopt digital tools to increase participation. This article highlights three main dilemmas in service delivery: user engagement; planning and control; and costs. The three dilemmas show the social and organizational challenges connected to digital transformation, underlining the issues that organizations will have to face in the future and not just in an emergency such as COVID-19.     

SAVINGS IN TIMES OF DEMOGRAPHIC CHANGE: LESSONS FROM THE GERMAN EXPERIENCE

Pension reforms in many developed countries make individuals shoulder a bigger share of longevity and income risks. The desired response is that individuals accumulate private assets for retirement. Whether this actually takes place, is of paramount relevance for scientists and policy makers. We take Germany as an example: Twenty years of pension reform have transformed the monolithic German pension system into a multipillar system. Formerly generous public pension benefits are gradually being reduced, whereas substantial incentives are granted to occupational and private saving schemes. Has this transition worked out? We survey the reform steps and households’ reactions: How did individuals adjust their labor market behavior? How did private and occupational pension plans take off? How do behavioral adjustments vary in the population? Most Germans adapted to the new situation. Both actual and expected retirement decisions changed and the share of households without supplementary pensions decreased from 73% to 39% in little more than a decade. This is a remarkable success. Nonetheless, households with low education, low income and less financial education did neither adjust their retirement behavior nor pick up supplementary pension plans and are thus likely to face difficulties in bridging the gap arising in future pension income.     

Inference for treatment effects of job training on wages: using bounds to compute Fisher’s exact p-value

In the context of a training program’s randomized evaluation, where estimating wage effects is of interest, we propose employing bounds that control for sample selection as a model-based statistic to conduct randomization-based inference à la Fisher. Inference is based on a sharp null hypothesis of no treatment effect for anyone. In contrast to conventional inference, Fisher p-values are nonparametric and do not employ large sample approximations.     

Constructing performance measurement in the public sector

This article investigates the process of translating Performance Measurement Systems (PMSs) into operational use, in the context of public sector reforms. Drawing on Actor-Network Theory, the article examines the Good Practice project, an 11-year PMS implementation in Italian universities. Analysing this experience, the article shows how controversies play a central role in the process of translation, as essential risks for revitalising the PMS. Furthermore, it underscores the heterogeneity of actors’ stratagems, giving voice to louder as well as weaker participants, who all proved crucial to the vitality of the PMS, by raising unexploited and unresolved issues within the network.     

Brand Power Relationships: A Co-Evolutionary Conceptual Framework

Abstract

In the era of the Internet and networking, stakeholders increasingly acquire power by influencing brand value and meanings. However, this does not imply that marketing managers have lost their power over brand creation and management. Thus, the aim of this study is to explore brand power relationships taking the co-evolutionary perspective as conceptual lenses. In particular, this article seeks to address the competitive relationship between the corporation and its stakeholders in determining the corporate brand evolution over time, suggesting that corporate brand management is successful when co-evolving power relationships are established. The relational interplay between managers and stakeholders is framed into the Brand Power Relationship Model that suggests four potential evolutionary paths. It offers new brand typologies supported by examples from business practices, which mirror four different ways of managing and adapting brands over time; namely, through the None’s Brand, the Managers’ Brand, the Stakeholders’ Brand, and the Co-Evolutionary Brand. Focusing on the latter, this study depicts managers and stakeholders as having reciprocal influences and co-determining themselves, thus triggering interrelated relational effects that influence corporate brand evolution over time. The bilateral power of managers and stakeholders is framed into a further model, focused on corporate brand co-evolution. It is proposed that corporate brands can successfully co-create their value and meanings over time only if corporations co-evolve with their environment—in this study, multiple external stakeholders.